ALNA
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For care, rehabilitation and human service organizations

Understand what is shaping service delivery.
Choose an action you can test in practice.

ALNA brings together existing organizational information with frontline and management perspectives to examine what may be driving service delivery challenges, compare feasible responses, and learn from implementation.

Scattered info Understanding Decision Implementation Review & adjust

The diagnostic report is the starting point for practical implementation support.

The goal is an evidence-based decision and a change that can be implemented, measured and refined over time.

Sometimes the problem is visible.
It's harder to understand what may be driving it.

The same outcome can stem from entirely different causes.

Wait times keep growing

People drop off between stages

The team is stretched thin

Cases aren't progressing as expected

There's a gap between what leadership sees and what the team experiences

ALNA is designed to help tell these possibilities apart, before deciding what to do.

The same breakdown can stem from different causes, read how we test for it →

How ALNA
works.

ALNA identifies what is happening, examines what may be driving it, and helps the organization choose and implement a response worth testing.

Identifying the finding

We connect existing information with what frontline teams and management are seeing. The finding shows what is happening. It does not yet explain why.

Examining plausible drivers

We test several explanations, such as workload, capacity, unclear ownership, handoffs between teams, duplicated work, or the workflow itself.

Choosing and implementing a response

We compare feasible responses by fit, evidence, organizational capacity, and what can be tested in practice. How this works in practice →

Reviewing and learning

We review whether the response was implemented, what changed in the process or outcome, and what the organization should retain, adjust, or test next.

The platform organizes evidence, patterns, and response options. The analyst works with the organization to interpret them, choose a feasible action, and plan how it will be implemented and reviewed.

And what does the organization get?

One system-wide picture

Instead of disconnected reports, the organization gets a coherent view of the service process, its strengths, points of friction, and the conditions that may be shaping performance.

Priorities

A reasoned view of what needs attention and which first step may offer the most useful learning.

Action plan & support

A diagnostic report, a practical action plan, and professional support in adapting implementation to the organization's working conditions.

From evidence to action

The platform brings the evidence, competing explanations, and response options into one structured view. The analyst works with the organization to interpret that picture, choose a feasible response, translate it into practical steps, and review implementation at agreed points.

Professional judgment and the final decision remain with the organization. ALNA supports that work and records what was chosen, implemented, and learned over time.

Diagnosis Choose an action Implementation Review Learning
See the full Service Diagnostic process →

Example: long wait times after intake.

  • WHAT WE SEE People wait a long time between first contact and the next stage of support.
  • WHAT COULD EXPLAIN IT Not necessarily a staffing shortage. It could also be an unsuitable division of work, unclear ownership, a disorganized handoff between teams, duplication, a cumbersome process, or difficulty tracking cases.
  • HOW ALNA TELLS THEM APART By connecting operational data with frontline and leadership perspectives, then checking which explanations are best supported and what remains uncertain.
  • WHAT THE RECOMMENDATION MIGHT BE It depends on what's found: sometimes redistributing responsibility, sometimes simplifying a process, and sometimes improving the handoff between teams.
Open the full illustrative English report →

Who this is for

ALNA was built for organizations where complex processes, multidisciplinary work, and decision-making affect the quality of care, rehabilitation, and wellbeing.

Mental health & care services

When there is a need to understand the service pathway, manage workload, and improve continuity of care.

Rehabilitation & employment services

When you want to understand what advances integration and what holds back progress along the way.

Social care & community services

When working with complex populations and needing to connect professionals, processes, and information.

Nonprofits & social programs

When you want to make evidence-based decisions and get more value from the knowledge the organization already has.

Is a process not moving the way you planned?

In a short introductory call, we'll understand what's already known, what's still unclear, and whether a focused diagnosis could help.

BEFORE WE MEET

Questions that come up in almost every conversation

No. ALNA is a decision and implementation support platform. AI, automation, and other technology tools may be considered as part of an intervention. The starting point is the organization's service process, evidence, and needs.

In most organizations, useful data already exists. ALNA connects that data with the service process and professional knowledge so the organization can understand what may be shaping outcomes.

No. ALNA is designed to work alongside existing systems and use their information to understand the process at an organizational level.

An organizational diagnostic report that includes a system-wide picture of the service process, strengths, points of friction, plausible mechanisms, priorities, and an initial action plan. You can also view the illustrative English report on this site. Implementation support can follow where useful.

Yes. The diagnosis is the foundation, not the end point. Implementation can be technological (tools, automation, decision-support systems) but just as often human: process change, redistributing responsibility, staff training, or adjusting how work gets done. What sets ALNA apart is that implementation is chosen based on what creates real change in the organization, not a predefined technology solution.

After the diagnosis, we choose together one or two points worth changing. As needed, ALNA and human support help turn the recommendation into a change that can actually be implemented. We then check back on what changed and what can be learned going forward.

ALNA's tracking layer continues to evolve. Over time, the goal is for it to rely as much as possible on information the organization and its existing systems already generate, so it doesn't create additional work for the team.

Cost is determined by the scope of the organization, the process selected for review, the number of roles involved, and the information sources included in the diagnosis. After an introductory call, we'll define the scope of work together and you'll receive a clear quote upfront. The diagnosis is priced as a defined project. After findings are presented, an action plan is built, and the scope of implementation support is set accordingly. You can start with a focused process and expand it only when there's a real need and value for the organization.

ALNA focuses on diagnosing organizational processes and does not require identifying information about clients or service recipients. The work is based on a data-minimization principle, and for every process, what information is needed and how it is handled is defined in advance in line with the organization's own procedures. The public website does not include user accounts or a user database. Contact details are kept only when provided at the visitor's own initiative.

The length of the process varies with the size and complexity of the organization, but it typically includes a scoping meeting, questionnaires, focused interviews, analysis of existing data, and a findings presentation meeting.

ALNA includes organizational analysis and is designed as a continuing learning process. It focuses on complex service pathways, connects data with day-to-day practice, examines what may be driving the gaps, and helps the organization choose an action and review what happened afterward. Professional consulting or broader organizational change can work alongside the platform where needed.

So the learning doesn't disappear after the diagnosis. The goal is to preserve, over time, the picture of the process, the mechanisms that were tested, the changes that were made, and what happened as a result, so the organization doesn't start from scratch every time.

No. It presents a picture, possible explanations, and action options. The decision stays with the organization and its professionals.

The recommendation depends on what's found. It could be redistributing responsibility, simplifying a process, improving a handoff between teams, adjusting capacity management, reducing duplication, automation, or evaluating a suitable technology tool.